@Amelia McGee I would agree with @Will Barnard that you want to focus on the high level tasks that help you bring in the most revenue, but there is a caveat that I learned through experience over the last 10 years.
I found that if I didn't at least understand the basics of the construction trades, it put me at a disadvantage as an owner. I didn't know enough to know whether what I was being told on the job was the truth, a semi-truth, or a complete fabrication.
As a result, I made a point to a spend some time hands-on with each trade (install a sink one day, lay flooring another day, etc). Little by little, I began to understand if something was installed correctly and/or complied with the building codes. Once I had at least a basic, working knowledge of each trade on a job, I became a much more effective manager.
Over time, I gained the confidence to push back if I felt i wasn't getting the full story and my jobs ran smoother. The more I refined my "BS detector," the better I became at holding people accountable and determining whether a construction delay was legitimate or not. Although I do try and give everyone the benefit of the doubt, the truth is that there are good and bad contractors out there (even some of my own project managers weren't immune to stretching the truth).
Overall, you do want to spend the majority of your time focusing on high level projects and delegate the rest. My point is that it does help to have a basic working knowledge of the things you are delegating.
I hope that helps, and feel free to reach out if anyone has any follow up questions!
